our design solutions are bold and straightforward
An award-winning design consultant, Safeway sees substantial sales uplift, best supermarket store design, retail interiors and branding.
The development of a new Supermarket format at Safeway has introduced new features including hot wok, pizza, pasta, fruit juice bar and “grazing areas” where customers can buy food and drink to consume in-store and is representative of the commitment Safeway management have to develop new fresh food categories.
The outcome produced a new format plan and merchandising solution for fresh categories. So far these initiatives have proved very popular and helped the Supermarket format to beat expectations since opening, with sales 40 percent ahead of budget.
we create different worlds within the store
Exploiting consumer trends in superstore food retailing with fresh food and great value.
The retailer wanted to introduce a "best at fresh strategy" to refresh current food offers and enhance the customer experience, whilst supporting its passion for fresh food, availability of product and price match policy.
Working with the Safeway Store Development and Marketing teams, we developed an award-winning store design with merchandise zoning solutions flexible enough to allow hero product categories to feature in different sizes of a store. The distinctive design solution enabled Safeway to compete effectively against other major multiple grocery supermarket retailers as well as high street specialists in the home meal replacement category.
Creating retailer store branding experience.
We strongly believe that retailer branding should take the store as a whole as a starting point, rather than specific products and Categories. This approach offers the biggest chances of success and highest synergies. The reasons are multiple. First of all, retailer brands tend to be experiential. The in-store experience and communication are more important than traditional advertising as used by manufacturers. In that sense, retailer brands have more in common with service brands than with product brands. As all products are sold through that same store, product retailer brands cannot and should not deviate from the positioning of the total store experience.
Similarly, developing a clearly positioned store experience will make it much easier to develop credible product brands.
The second reason is linked to the total store experience. Retailer brands tend to be umbrella brands, stretching across many products and product categories. That is because the marketing budget for individual products is limited, as retailer brands lack by definition the full national distribution that manufacturer brand can achieve. This often results in a certain omnipresence of these brands throughout the store.
Consequently, the umbrella retailer brand strongly influences the total store experience. If the development of such an umbrella brand precedes the conception of a store retailer brand, obvious conflicts will arise.
The third reason is that the store retailer brand will attract specific target segments to the store. Clearly positioned product brands can only be successful if they appeal to these target segments. Similarly, the lack of good store brand identity may attract crowds with highly heterogeneous needs, hampering the rotation of a clearly positioned product retail brand that appeals to only one segment of shoppers in the store.
The above reasons explain why the traditional private label approach can never result in true retailer brands. For each private label product, the benchmarks are the national brands in that category. The private label products match the industry standards on a product-by-product basis. Retailer branding at product level requires a different approach. The starting point should not be the product category industry standards but the brand value of the store.
That is why retailer branding receives a great deal of management attention. By turning store concepts and (selected) private label products into true brands, with a significant brand equity, consumer franchise and brand loyalty, food retailers will be able to reach two strategic objectives: (1) increasing store loyalty and (2) increasing the gross margin by selling private label at a smaller discount or even at a premium price versus the manufacturer brands.
In order to be successful, retailers should in the first place focus on the store brand rather than on individual products and product categories. The first step is to define brand values that are (1) relevant to the shopper, (2) different from the competition and (3) addressing both functional and emotional needs. This will require an in-depth knowledge of how and why people go grocery shopping and why they prefer one store to the other.
we look for solutions special to women and the family with children
we help you plan the customer journey
CampbellRigg wins two prestigious awards in the retail industry. “Food and Supermarket Design of the Year” and “Best Edge-of-Town/Out of Town Store”, for Safeway stores. As ever, the UK design industry continues to celebrate innovative ways in which retailers engage with their markets. It was a tremendous evening where we were awarded and applauded the very best in our industry.
the store before
the store after
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